BPM from a Business Point of View

Scott Cleveland

Performance Management & BPM

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From 'Performance Management in the Midmarket' by the Aberdeen Group...

The Aberdeen Group analyzed the aggregated metrics of surveyed companies to determine whether their performance ranked as Best-in-Class, Industry Average or Laggard. In addition to having common performance levels, each class also shared characteristics in five key categories: [1] Process - the approaches they take to execute daily operations; [2] Organization - corporate focus and collaboration among stakeholders; [3] Knowledge Management - contextualizing data and exposing it to key stakeholders; [4] Technology - the selection of appropriate tools and the effective deployment of those tools; and [5] Performance Management - the ability of the organization to measure its results to improve its business.

My Thoughts...

The first of 5 key categories is process, but process management is woven throughout.

Does your company have a formal process in place for incorporating operational performance metrics into day-to-day operations? Has your company defined processes in place for day-to-day operations? Has your company implemented any process improvement strategies? How do you know if they were successful? Do you have any metrics in place? If your answers are 'no', I believe that you are not alone.

During this current economic downturn, companies are looking at strategies to increase revenues, decrease costs and improve customer relationships. The demand for products and services is reduced and there are more competitors, how will you set yourself apart from the crowd?

Companies are under pressure to access, review, analyze and act upon events and information in order to become more agile as they work to meet day-today operational and financial performance goals. Companies are looking to agility and innovation to set them apart from the crowd.

Your Thoughts...

What steps is your company taking to be a leader?

Keeping it Real!

2 Comments

Scott,

All good points. Thanks.

At the recent Kaplan and Norton annual balanced scorecard conference Robert L. Howie Jr., Managing Director of the Palladium Group, cited a revealing survey. It compared two groups, one with and one without a formal strategy execution process in place. A formal process means strategy maps, derived projects and process improvements from it and associated key performance indicators (KPIs) with targets reported in scorecard dashboards and cascaded down into the organization. 70% of organizations with the formal process were exceeding the performance of their peers in their industry while in contrast only 27% of those without a formal process were.

Gary

Gary Cokins, SAS

A formal process means strategy maps, derived projects and process improvements from it and associated key performance indicators with targets reported in scorecard down into the organisation.I know that Companies are under pressure to access, review the information in order to become more serious as they work to meet day-today financial strategies and goals.

Scott Cleveland blogs about BPM from a business point of view.

Scott Cleveland

Scott Cleveland is a technical, innovative and creative marketing manager with more than 25 years of experience in marketing, marketing management, sales, sales management and business process consulting aimed at high-tech companies. His areas of expertise include: product marketing, solutions marketing, solution selling, sales maangement, business process management, business process improvement and process optimization. Reach him at RScottCleveland[at]gmail.com.

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